‘Strategos’ is the Greek word meaning a general in command of an army and over the centuries the meaning of the word has changed to that of strategy, led by a key person who can lead their members though evolutionary thought. The leader possesses a commanding voice to its followers in order to achieve the aims and objectives of an organisation in a uniformed way (known as governance).
A leader must achieve the organisation’s long term aims and objectives if they are to stay in power by demonstrating that they have the skills to maintain shareholder’s wealth and reputation. By applying their managerial knowledge, intelligence and intellect they motivate employees to be highly effective in achieving the organisation’s goals within the organisation cultural norms.
Leadership Tools vs Knowledge (YouTube video)
The leader’s engagement with its staff needs to inspire their motivation and loyalty, and develop their innovative thinking to ensure the continual success of the organisation. A good leader ensures that the company meets the changing demands of its customers to aid market leadership.
There are many different theories on innovation circles and processes and this is just one theorist’s thoughts:
Innovation Circles and Processes
Other leadership skills require them to be a confident strategist to deal with the changing environmental requirements and customers’ needs to survive, as well as being able to apply dynamic capabilities in achieving the organisational objectives to maintain a competitive edge.
Leadership roles in learning organizations To sustain competitiveness organizations have had to learn fast and adapt to the fast changing environment. The ability to learn has become competitive advantage on its own.Modern workplaces are more mobile, social and flexible than ever before and employees are increasingly time-poor with employers under pressure to accommodate for more flexible work arrangement. Blending learning, which involves physical and virtual tools, may require to be applied (Rosie cairns, 2014).
Kofman & Senge (1993) identify that leadership should not be focused in one position or one individual, but characteristics to be developed in all members of the organization.
Peter Senge (1994) further identified three roles that are important for building a learning organization. “Leaders as designers” who design the social architecture, in which others operate, build a shared vision and foster an environment where learning can flourish. “Leaders as teachers” who conceptualize and articulate the reality so that followers perform at a higher level of performance. “Leaders as stewards” who develop their sense of purpose and set an example to the followers.
Building blocks of learning Process (Garvin, David, 2008)
A supportive learning environment. Supportive learning environments allow time for a pause in the action and encourage thoughtful review of the organization’s process.
Concrete learning process and practice. Knowledge must be shared in a systematic and clear defined ways. Best known example: the US Army’s After Review (ARR) Process.
Leadership reinforces learning. When leaders demonstrated a willingness to entertain alternative points of view, employees feel emboldened to offer new ideas.
External environment
The development of service industries and information availability, the strategies of organizations become more and more flexible. This requires organization itself not only to adapt to external environment, but to be able learn from it and create new products, services and approaches to shape the external environment by organization (Fiol and Lyles, 1985; Dauber et al., 2012). Even more, the increase of service industries are promoting connectivity, inviting customers and suppliers participate in creation of product (Droriand Honig 2013; Gray 2012). Challenge for today’s leader to be able to preempt for market competition, product changes, technology development, economic and political changes etc.
Cairnes, Rosie, Driving leadership Human Resources Magazine. Oct/Nov2014, Vol. 19 Issue 4, p28-29. 2p.
Gaile, Anita, External factors facilitating development of the learning organization culture. Journal of Business Management. 2013, Issue 7, p130-140. 11p.
Garvin, David A.; Edmondson, Amy C.; Gino, Francesca, Is yours a learning organization Harvard Business Review. Mar2008, Vol. 86 Issue 3, p109-116. 8p.
Gill, Roger. 2011 Theory and Practice of LeadershipP1 -29
Handy, C., 1999 Understanding OrganisationsPeteraf, Margaret A., Singh, Harbir, Teece, David J., Winter, Sidney G. 2007, Dynamic Capabilities
Rijal, Sapna, Leading the learning organization. Business Education & Accreditation. 2009, Vol. 1 Issue 1, p131-140. 10p.
‘Strategos’ is the Greek word meaning a general in command of an army and over the centuries the meaning of the word has changed to that of strategy, led by a key person who can lead their members though evolutionary thought. The leader possesses a commanding voice to its followers in order to achieve the aims and objectives of an organisation in a uniformed way (known as governance).
A leader must achieve the organisation’s long term aims and objectives if they are to stay in power by demonstrating that they have the skills to maintain shareholder’s wealth and reputation. By applying their managerial knowledge, intelligence and intellect they motivate employees to be highly effective in achieving the organisation’s goals within the organisation cultural norms.
The leader’s engagement with its staff needs to inspire their motivation and loyalty, and develop their innovative thinking to ensure the continual success of the organisation. A good leader ensures that the company meets the changing demands of its customers to aid market leadership.
There are many different theories on innovation circles and processes and this is just one theorist’s thoughts:
Other leadership skills require them to be a confident strategist to deal with the changing environmental requirements and customers’ needs to survive, as well as being able to apply dynamic capabilities in achieving the organisational objectives to maintain a competitive edge.
Leadership roles in learning organizations
To sustain competitiveness organizations have had to learn fast and adapt to the fast changing environment. The ability to learn has become competitive advantage on its own.Modern workplaces are more mobile, social and flexible than ever before and employees are increasingly time-poor with employers under pressure to accommodate for more flexible work arrangement. Blending learning, which involves physical and virtual tools, may require to be applied (Rosie cairns, 2014).
Kofman & Senge (1993) identify that leadership should not be focused in one position or one individual, but characteristics to be developed in all members of the organization.
Peter Senge (1994) further identified three roles that are important for building a learning organization. “Leaders as designers” who design the social architecture, in which others operate, build a shared vision and foster an environment where learning can flourish. “Leaders as teachers” who conceptualize and articulate the reality so that followers perform at a higher level of performance. “Leaders as stewards” who develop their sense of purpose and set an example to the followers.
Building blocks of learning Process (Garvin, David, 2008)
External environment
The development of service industries and information availability, the strategies of organizations become more and more flexible. This requires organization itself not only to adapt to external environment, but to be able learn from it and create new products, services and approaches to shape the external environment by organization (Fiol and Lyles, 1985; Dauber et al., 2012). Even more, the increase of service industries are promoting connectivity, inviting customers and suppliers participate in creation of product (Droriand Honig 2013; Gray 2012). Challenge for today’s leader to be able to preempt for market competition, product changes, technology development, economic and political changes etc.
Cairnes, Rosie, Driving leadership Human Resources Magazine. Oct/Nov2014, Vol. 19 Issue 4, p28-29. 2p.
Gaile, Anita, External factors facilitating development of the learning organization culture. Journal of Business Management. 2013, Issue 7, p130-140. 11p.
Garvin, David A.; Edmondson, Amy C.; Gino, Francesca, Is yours a learning organization Harvard Business Review. Mar2008, Vol. 86 Issue 3, p109-116. 8p.
Gill, Roger. 2011 Theory and Practice of LeadershipP1 -29
Handy, C., 1999 Understanding OrganisationsPeteraf, Margaret A., Singh, Harbir, Teece, David J., Winter, Sidney G. 2007, Dynamic Capabilities
Rijal, Sapna, Leading the learning organization. Business Education & Accreditation. 2009, Vol. 1 Issue 1, p131-140. 10p.